| | |  | Roger Dooley | | Home » | | | | | | | Description: | | If you judge books by their covers, Jack Welch's Winning certainly grabs your attention. Testimonials on the back come from none other than Warren Buffett, Bill Gates, Rudy Giuliani, and Tom Brokaw, and other praise comes from Fortune, Business Week, and Financial Times. As the legendary retired CEO of General Electric, Welch has won many friends and admirers in high places. In this latest book, he strives to show why. Winning describes the management wisdom that Welch built up through four and a half decades of work at GE, as he transformed the industrial giant from a sleepy "Old Economy" company with a market capitalization of $4 billion to a dynamic new one worth nearly half a trillion dollars. Welch's first book, Jack: Straight from the Gut, was structured more as a conventional CEO memoir, with stories of early career adventures, deals won and lost, boardroom encounters, and Welch's process and philosophy that helped propel his success as a manager. In Winning, Welch focuses on his actual management techniques. He starts with an overview of cultural values such as candor, differentiation among employees, and inclusion of all voices in decision-making. In the second section he covers issues around one's own company or organization: the importance of hiring, firing, the people management in between, and a few other juicy topics like crisis management. From there, Welch moves into a discussion of competition, and the external factors that can influence a company's success: strategy, budgeting, and mergers and acquisitions. Welch takes a more personal turn later with a focus on individual career issues--how to find the right job, get promoted, and deal with a bad boss--and then a final section on what he calls "Tying Up Loose Ends." Those interested in the human side of great leaders will find this last section especially appealing. In it, Welch answers the most interesting questions that he's received in the last several years while traveling the globe addressing audiences of executives and business-school students. Perhaps the funniest question in this section comes at the very end, posed originally by a businessman in Frankfurt, who queried Welch on whether he thought he'd go to heaven (we won't give away the ending). While different from the steadier stream of war stories and real-life examples of Welch's first book, Winning is a very worthwhile addition to any management bookshelf. It's not often that a CEO described as the century's best retires, and then chooses to expound on such a wide range of management topics. Also, aside from the commentary on always-relevant issues like employee performance reviews and quality control, Welch suffuses this book with his pugnacious spirit. The Massachusetts native who fought his way to the top of the world's most valuable company was in many ways the embodiment of "Winning," and this spirit alone will provide readers an enjoyable read. --Peter Han | | | Product Details: | | | Author:
| Jack Welch | | Hardcover:
| 384 pages | | Publisher:
| Collins Business | | Publication Date:
| 2005-04 | | ISBN:
| 0060753943 | | Package Length:
| 9.2 inches | | Package Width:
| 5.9 inches | | Package Height:
| 1.3 inches | | Package Weight:
| 1.2 pounds | | Average Customer Rating:
|  based on 198 reviews |
| | | | Customer Reviews: | |
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 "Calling it like it is"Jul 12, 2008
Do you have the courage to "call it like it is"? So many businesses, and managers struggle with this concept. Often, it seems so much easier to simply gloss over the real issue, managers want to be "liked", have friends and staff that look up to them as leaders they like and that means often not saying what needs to be said, or doing what is difficult. Jack Welch gives it to the reader "like it is", and implores managers to use candor to get the change required to move businesses forward.
Jack doesn't just push managers to use fear to motivate though, in fact, he rightfully points out the concept of 20/70/10. Every business will have 20% at the top, 70% in the middle and 10% at the bottom. GREAT leaders work with the middle 70%, get under their skin and motivate them to love the challenge of coming to work everyday, exhausting their positive output to push staff to be their BEST everyday, and to love doing it. But the bottom 10%, those who would rather text-message and surf the internet than actually work? What to do with them? If you have a candid organization, where dealing with true issues dominates the conversations, these bottom feeders know JUST WHERE THEY STAND, and they either get their act together, or the manager does them a favor by letting them go. It's not mean it's not nice, it's about winning, If you want to out-perform, you need the best players. Such a simple, hardened truth so many manager lose track of - yet Jack reminds us it is the core of performance.
I highly recommend this book for all managers and leaders.
 Good thoughts from a great leaderJun 16, 2008
This item arrived quickly and in good condition. Jack Welch is a great leader, but some of his ability and ideas about leading cannot be conveyed on the written page.
High on the "Stories from Utopia" bookshelfJun 04, 2008
This is a pleasant to read book that unfortunately has (almost) nothing to do with corporate reality. A better title for it would have been "Winning in Utopia". Admittedly, I don't have 40 years experience but I changed tack a couple of times yet never found a corporation where Jack's word come even close to describing how it works. Reasoning in "game theory" terms makes me think the vast majority of companies are very, very unlike what Jack describes. Jack himself inadvertently gives this away when recounting the story of the Q&A session with about 5000 HR professionals. In Utopia, the Chief HR sits right next the CEO, but when asked about their companies, only a few out of 5000 Real World Chief HR officers rise their hands acknowledging to having such a privileged position. I am most willing to admit that GE is an exception (that's probably part of why it's one of the most valuable companies in the world).
In the Real World, "candor" gets you stabbed and killed. Because most aspiring leaders know that, nobody takes the risk. Perfoming solidly might earn you "chits" but you can easily squander a year of solid performance by candidly speaking out one truth that proves inconvenient to your boss. On the other hand, sucking up to your boss consistently earns you large amounts of chits with less risk. Bosses are human too, they can't help but be pleased when flattered. In big organizations from the real world, middle managers feel like small cogs, the interests of their immediate boss are much closer to them than those of the distant and fuzzy concept of "Acme, Corp.", the company they are working for and which pays their salaries. Moreover, bosses have bosses too, so promoting "energetic, energizing, edge, execute, passionate" people would involve needless risks. Much better to promote their chums, guys that "get it", made in their image, loyal as they themselves are loyal to their own bosses. When you think of it, this is a proven system, it was called "feudalism" and thrived for several centuries. In our modern world it's the system that makes the various mobs (Cosa Nostra, Camorra, N'drangheta, etc.) compete so successfully. Admittedly, it doesn't work so well when there's fierce competition, but then you can still call on the politicians to protect your industry, which is what happens most of the time ...
So, read this book but for your own sake, make sure you are working for an Utopian company before trying to apply any of Jack's recommendations, or else you're a dead man and you won't be able to sue Jack for it ...
Clarifying BusinessMay 16, 2008
This book can be largely digested by most people out there. You don't need an MBA to pick up on the points that Jack makes. His abrupt, simple-but-thoughtful and clear advice is refreshing and relevant. Very thought provoking and motivating.
Exceptional Business AdviceApr 30, 2008
This is exceptional business advice from a legendary executive. The content is straight forward and sensible, yet profound. Welch takes what can be hard-to-grasp concepts and translates them to layman's terms. It's sound advice for business professionals on all levels, from the manager running a department to the small business owner to the executive running a Fortune 500 company. I thoroughly enjoyed this book and recommend it to all managers, whether they're looking to improve themselves, their team or their company, or looking to take the next step in their career.
-James Moreno
San Fernando (Los Angeles), CA
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